Weihrich and Koo

2010

An International
Perspective

Chapter Objectives
After studying this chapter, you should be able to:
1. Distinguish between manager development, managerial
training, and organization development
2. Discuss the manager development process and training
3. Describe the various approaches to manager development
4. Identify changes and sources of conflicts and show how to
manage them
5. Describe the characteristics and process of organization
development
6. Understand the learning organization

Need for change management

Excellent executives look to the future and prepare for

it.
One important way is to do this is to develop and train
managers so that they are able to cope with new
demands, new problems, and new challenges.
Executives have a responsibility to provide training
and development opportunities for their employees so
that the employees can reach their full potential.
Since people do not operate in isolation, there is need
for development of groups of individuals and
organizations, as well.

Manager Development, Managerial

Training, Organization Development
Manager development refers to long-term,
future oriented programs and the progress a
person makes in learning how to manage
Managerial training pertains to the programs
that facilitate the learning process and is mostly
a short-term activity to help people to do their
jobs better
Organization development is a systematic,
integrated, and planned approach to improving
the effectiveness of groups of people and of the
whole organization or a major organizational
unit

MANAGER DEVELOPMENT PROCESS AND TRAINING

Management Development
Process focuses on:

Present Job : Figure 13.2

Next Job : Figure 13.1
Future Needs :
Progressive organizations develop and
train people for more distant future.
This requires forecasting the need for
new competencies that will be demanded
by changing technologies and methods.

APPROACHES TO MANAGER
DEVELOPMENT: On-thejob Training
Planned progression is a technique
that gives managers a clear idea of
their path of development
Job rotation is to broaden the
knowledge of managers or potential
managers. Trainees learn about different
enterprise functions by rotating into
different positions.

10

On the job training:

"Assistantto" positions are
frequently created to broaden the
viewpoints of trainees by allowing
them to work closely with
experienced managers

APPROACHES TO MANAGER DEVELOPMENT:

On-thejob Training

11

Temporary promotion: Individuals are

frequently appointed as "acting"
managers
Committees and "junior boards," also
known as "multiple management," are
sometimes used as developmental
techniques. Trainees are given opportunity to
interact with senior managers. Submit
proposals to the Board and defend. Interact
with other departments.

12

On the job training:

Coaching must be done in a climate of
confidence and trust between the
superior and the trainees.
Delegate authority and give
recognition for jobs well done.

13

APPROACHES TO MANAGER
DEVELOPMENT:

INTERNAL AND EXTERNAL TRAINING

During conference programs, managers or
potential managers are exposed to the ideas of
speakers who are experts in their field
Besides offering undergraduate and graduate
degrees in business administration, many
universities conduct courses, workshops,
conferences, institutes, and formal programs for
training managers
Many companies have in-house educational
facilities and have established their own
universities. Some companies also engage in own
training and development of mangers

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APPROACHES TO MANAGER
DEVELOPMENT:

INTERNAL AND EXTERNAL TRAINING- contd

Other approaches include the use of television,
video instructions, and online education
Business games and experiential exercises have
been used for some time. Now computers are
also used
E-Training
Special training programs are used for specific
purposes

EVALUATION AND RELEVANCE OF

TRAIING PROGRAMS
Determining the effectiveness of training
requires measurements against
standards and a systematic identification
of training needs and objectives.
These include: increase in knowledge,
development of attitudes conducive to good
managing, acquisition of skills, improvement
of management performance, achievement of
enterprise objectives.

15

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MANAGING CHANGE
The forces for change may come from
the environment external to the firm,
from within the organization, or from
the individuals themselves.
Examples: need for life long learning,
changes in the workforce composition,
moving away from manufacturing to service
sector, internationalization, changes in
economy.

17

Changes that Affect Manager and

Organization Development

18

Techniques for Initiating

Change
Field Force TheoryKurt Lewin :
equilibrium is maintained by driving
forces and restraining forces.

20

Field Force Theory

Field force theory suggests that an
equilibrium is maintained by driving
forces and restraining forces
The change process involves three
steps:
(1) unfreezing,
(2) moving or changing, and
(3) refreezing

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ORGANIZATIONAL CONFLICT
Conflict is a part of organizational life and
may occur within the individual, between
individuals, between the individual and
the group, and between groups
Sources of conflict: High degree of task
interdependence.
Incompatible goals.
Sharing of limited resources.
Different values and perceptions among
people.
Conflicts between line and staff positions.
Lack of communication.

Managing Conflict:

22

Conflict can be managed in different ways,

some focusing on interpersonal
relationships and others on structural
changes
Avoidance of the situation.
Smoothing , emphasizing the areas of agreement and
de-emphasizing disagreements.
Compromise in part with other persons view or
demand.
Change in behavior of individuals. Solving problem by a
person higher in hierarchy.
Problem solving approach.
Change in organizational structure.

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Managing Conflict
Conflict can be managed in different
ways, some focusing on interpersonal
relationships and others on structural
changes.

24

ORGANIZATION DEVELOPMENT (OD)

Organization development is a systematic,
integrated, and planned approach to
improving enterprise effectiveness.
Laboratory training.
Managerial Grid training.
Survey feedback.
Team building.
Process consultation.
Job enrichment.
Organizational behavior modification.
Job design.
Stress management., Career and life planning.

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The Organization Development Process

26

THE LEARNING ORGANIZATION

A learning organization is one that can
adapt to changes in the external
environment through continuous
renewal of its structure and practices.

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Peter Senge- The Fifth Discipline

Five techniques:
(1)
(2)
(3)
(4)
(5)

systems thinking
personal mastery,
mental models,
a shared vision, and
team learning